Format Type

Plenary

Format Type

Panel

Start Date

12-1-2021 10:45 AM

End Date

12-1-2021 11:05 AM

Abstract

The sample consisted of 22 participants including C-level, senior executives, and administrative support personnel for a large nonprofit organization in the southeastern United States. The results of the study indicate that unspoken factors exist within organizations, however it is difficult to surface these unspoken factors within a group. This appears to influence the amount of information that it shared in the decision-making process. The present study is a first attempt to operationalize the hidden dimensions proposed by the Covert Process Model (Marshak & Katz, 2001). The research employs an inductive approach based on the assumption that some level of hidden processes occurs during organizational meetings. The researcher observed two of the organization’s executive level meetings, then interviewed select participants.

Keywords

decision making, leadership, unspoken factors, Covert-Process Model

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Jan 12th, 10:45 AM Jan 12th, 11:05 AM

Unspoken Factors in Organizational Decision-Making: A Case Study

The sample consisted of 22 participants including C-level, senior executives, and administrative support personnel for a large nonprofit organization in the southeastern United States. The results of the study indicate that unspoken factors exist within organizations, however it is difficult to surface these unspoken factors within a group. This appears to influence the amount of information that it shared in the decision-making process. The present study is a first attempt to operationalize the hidden dimensions proposed by the Covert Process Model (Marshak & Katz, 2001). The research employs an inductive approach based on the assumption that some level of hidden processes occurs during organizational meetings. The researcher observed two of the organization’s executive level meetings, then interviewed select participants.